ESSENCE OF PMBOK & PMP EXAM
PMBOK及PMP考试精要(考试串讲教材)
PROJECT MANAGEMENT KNOWLEDGE AREAS项目管理知识体系1
PROJECT LIFE CYCLE / PROJECT MANAGEMENT PROCESS GROUPS项目生命周期及过程组10 SCOPEX围管理9
HUMAN RESOURCE人力资源管理11
MUNICATIONS沟通管理13
TIME时间管理15
COST成本管理17
RISK风险管理20
QUALITY质量管理21
PROCUREMENT采购管理21
INTEGRATION整体管理19
PROFESSIONAL RESPONSIBILITIES职业道德19
POSSIBLE EXAM QUESTIONS考点20
Project Scope Management项目X围管理- processes required to ensure that the project includes only the work required to plete the project successfully.此过程必须确保项目只包括能保证项目成功完成的工作
Management by Objective (MBO)基于目标的管理–determining pany’s objective and how the project fits into them. MBO focuses on the goals of an activity rather than the activity itself (manager is responsible for results rather than performing certain activities)决定公司目标及项目如何满足该目标。MBO关注于活动的目标而不仅仅是活动本身（管理者对绩效结果而不仅仅是某项活动负责）
Project Scope项目X围- the work that must be done in order to deliver a product; pletion is measured against the project plan.为交付产品而必须完成的工作，通过计划来评价。
Product Scope产品X围 - features and functions that are to be included in a product; pletion is measured against the requirements.产品或服务所包含的特征或性能，通过需求来评价。
Design ScopeX围计划编制– contain the detailed project requirements (used for FP contract)包含详细的项目要求（用于固定价合同）
Scope DefinitionX围定义– subdividing major project deliverables.细分主要项目可交付成果
Deposing分解– subdividing project work packages into smaller, more manageable ponents (activities/action steps). The heuristic (rule of thumb) used in project deposition is 80 hours. 将项目分解为更小的更易管理的工作包（活动或工作步骤）。首选的项目分解原则（大拇指原则）为80小时Scope Management PlanX围管理计划 - describes how scope will be managed and how changes will be integrated into project; also includes assessment of expected stability of project scope. (e.g. project manager would refer to the Scope Management Plan to make a change)描述项目X 围如何被管理及项目X围变更如何被集成到项目中去，也包括对项目X围预测稳定性的评估。（例如，项目管理者应依据X围管理计划去进行变更）
Stakeholder Management干系人管理– the project manager must identify the stakeholders, determine their needs and expectations, then manage and influence expectations to ensure project success.项目管理者必须识别干系人，确定他们的需求及期望，管理并影响这些期望以确保项目成功。Configuration Management配置管理- a meansof monitoring and controlling emerging project scope against the scope baseline; its purpose is to control change throughout the project. It is any documented procedures used to apply technical and administrative direction and surveillance to audit the items and system to verify conformance requirements. . It documents the physical characteristics of formal project documents and steps required to control changes to them (e.g. would be used by a customer who wishes to expand the project scope after the performance
measurement baseline has been established). When more than one individual has sign a Charter, you have to be concerned with peting needs and requirements impacting your efforts on configuration management一种对基于X围基线所形成项目X围的监控方法；它的用途是控制项目的全部变更。配置管理是任何成文的程序，这些程序对工作项和系统进行技术和行政的指挥与监督，通过审计证实其与要求相一致。识别一
个工作项或系统的物理特性和功能特性并形成文档，控制对这些特性所做的任何变更（例如：应用于那些希望在绩效测量基线被建立之后扩大项目X 围的客户）当多于一个个体签署协议，你必须关注于与配置管理
WBS工作分解结构 - subdividing project deliverables into smaller, more manageable ponents. It is a deliverable-oriented grouping of project elements that organizes and defines the total scope of the project. It is a munication tool and it describes what needs to be done and what skills are required.
Anything missing in the WBS should be added. The 1st level should be the project life-cycle (not product). The WBS is created by the team (helps to get buy-in) and it is used to make certain that all the work is covered. It provides a basis for estimating the project and helps to organize the work.
Its purpose is to include the total project scope of all the work that must be done to plete the project. Defines the project’s scope baseline. 将项目可交付成果分解为更小的更易管理的单元。以可交付成果为导向对项目元素的分组。它是一个沟通工具，描述什么必须去做什么技术是必须具备的。任何在工作分解结构中被遗漏的需要被添加进来。第一层是项目生命周期（不是产品生命周期）。工作分解结构由项目团队产生，它用于确定所有工作都被覆盖到。它提供对于项目估算的基础并帮助组织工作。它组织并定义整个项目X围。定义项目的X围基线。
The 3 most mon types of WBS are system/sub systems, life-cycle phasing and organizational工作分解结构最常见的三种形式是系统/子系统，生命周期方式，组织的分解结构
WBS Dictionary 工作分解结构字典–Defines each item in the WBS, including description of the work packages and other planning info such as schedule dates, cost budgets and staff assignments..定义工作分解结构中的所有元素，包括工作包描述和其他计划编制信息如进度计划日期，成本预算和人员安排。
Scope StatementX围说明 - a documented description of the objectives, work content, deliverables, and end product; it includes a description of project assumptions and constraints. Provides stakeholders with a mon understanding of the scope of the project and is a source of reference for making future project decisions.目标，工作内容，可交付成果，最终产品的备有证明文件的描述；它包括对项目的约束和假设的描述。为干系人提供一个了解项目X围的一般共识及对未来项目决策的基础
Statement of Work工作说明- a narrative description of products or services to be supplied under contract.合同之下的关于产品和服务的叙述性说明。
Project Charter项目章程 - formal document used and approved by senior management that explains purpose of the project including business needs addressed and the resulting product (deliverables and objectives). It describes responsibilities and authority of the project manager to apply organizational resources to project activities. Clarification to the Project Charter must be addressed to the sponsor(s) who approved the charter.
Resources cannot be mitted without the Charter. The Charter is an input to ALL the project management processes.一个正式批准的项目文件包括商业需求，产品描述，需要由项目以外的高级管理层发布。授予项目经理执行项目活动而使用组织资源的权利。项目发起人发布项目章程。资源必须依照章程规定使用。章程贯穿于整个项目管理过程。
Code of Accounts账目编码- any numbering system used to uniquely identify each element of the WBS.用于区分工作分解结构的所有元素唯一标识的编码系统
Project Selection Method项目选择方法 - Benefit Measurement (parative approach) and Constrained Optimization (mathematical approach).收益测量法（比较方法，经济模型）和约束优化（数学模型）
Work Package 工作包- deliverable at the lowest level of WBS. They are control points in the WBS and are used for assignments to work centers. They are used to pass a group of work for further breakdown in the executive organization. 工作分解结构的最低层次的可交付成果。他们控制工作分解结构的要点并用于工作中心的分配。他们用于审查职能机构进一步细分的工作。
Scope VerificationX围确认– to verify that the work done satisfies the scope of the project. It must be done at the end of each phase. A similar activity during closure is Product Verification. Focus on customer acceptance /performance measurement, not change to project scope. Scope
Verification is normally done in parallel with quality control (which checks for product correctness). Occur during the control phase of the project, not at the end. The review at the end of the project phase is called phase exit, stage gate, or kill point.证实所做的工作服和项目X围。在每一个阶段都要做这个X围确认工作。在收尾阶段的一个类似活动是产品确认。关注于客户满意/绩效测量，而不是变更项目X围。X围确认与质量控制（检验产品正确性）同步进行。发生于项目的控制阶段而非收尾阶段。项目阶段末的检查通常被称为阶段出口，阶段门或终止点。
Cost Account成本账号– one level above the Work Package.工作包的上一层
Cost/Benefit analysis成本/利益分析–(part of scope planning) technique used to validate that the project can meet the technical/business objectives set forth by Sr. Management（X围计划编制的一部分）技术用于证实项目可以达到由高级管理所确定的技术/商业目标
Project success depends primarily on customer satisfaction.项目成功主要依赖于客户的满意度。
Assumptions假设– factors that, for planning purposes, are considered to be true, real or certain在计划编制过程中被认为真的、对的、确定的因素
The principal sources of project failure are organizational factors, poorly identified customer needs, inadequate specified project requirements, and poor planning and control.主要的项目失败原因是组织因素，差的客户需求定义，不充分的项目需求说明和缺少计划编制和控制
Constrained optimization约束优化– includes analytic hierarchy process, logical framework analysis and multi-objective programming.包括层次分析法，逻辑框图分析法和多目标编程
project manager’s role related to project change is to influence the factors that affect change. He should ask for a change o rder and look for impacts to the triple constraint. Scope Changes on project can be minimized by spending more time developing the scope baseline.一个变更请求是处理客户真正需求和管理所认为其需求之间差异的最有效的方法。项目经理在项目变更中的相关角色是对变更的因素施加影响。他决定提交一个变更申请并平衡三重约束之间的矛盾。花更多的时间制订X围基线可以使项目X围变更的可能性降至最低。
If there is enough reserve to acmodate a change, the Project Manager can approve the change (we are paid to manage the scope pletion within our budget and reserves)在可以允许的X围之内，项目经理可以批准变更（用预算和应急储备支付）
Project Human Resource Management项目人力资源管理 - process required to make the most effective use of the people involved with the project保证参加项目的人员能够被最有效使用所需要的过程
Responsibility Assignment Matrix (RAM)责任分配矩阵– Show who does what (x=person, y=phase). The most important feature of the RAM is the participatory development process involving all stakeholders. Show who is participant, who is accountable, who handles reviews, who provides input and who must sign off on specific work packages or project phases.谁做什么（x轴代表人, y轴代表阶段）大多数角色和责任分配给积极参与项目工作的主要项目工作人。在特殊的工作包和项目阶段中说明谁是参与人，谁是负责人，谁进行审查，谁提供输入，谁进行签收。
Linear Responsibility Chart (LRC)线性责任图– identifying responsibility, assignments by work packages and action required. Also referred to as RAM.
确认责任，分配必须完成的活动和工作包。也被看作是责任分配矩阵
Organizational Breakdown Structure (OBS)组织分解结构 - A depiction of the project organization arranged so as to relate work packages to organization units.反映不同组织单位各自负责的工作包
Resources Histogram资源柱状图– often part of Staffing Management Plan; shows resource usage (eg staff hours) per time period (eg wk, mth) of a specific job function. 经常作为人员配备管理计划的一部分，用时间段（如周、月）表示人力资源消耗（如人时）情况的详细工作函数
Rewards and Recognition Systems奖励和表扬体系-- to be effective, must make the link between performance and reward clear, explicit and achievable.为达到效果，必须在业绩和奖励之间建立清晰并可实施的联系
The best forms of power are generally Reward and Expert最好的权力形式一般是奖励和专家
Other Motivational Theories:其他动机理论
Behaviorism行为主义– people behavior can be modified through manipulation of rewards and punishments人们的行为会因为奖惩而改变Expectancy Theory期望理论– Motivation is explained in terms of expectations that people have about (1) their ability to perform effectively on the job, (2) the rewards they might obtain if they do perform effectively and (3) the value or degree of satisfaction they anticipate from those rewards动机被解释为人们所具有的期望（1）通过努力极有可能完成工作（2）完成工作后会获得奖励（3）奖励带来满足
MBO – More support to team, not more power (remain to PM)对团队给与更多的支持而非更多的权力
Leadership Theories:领导者理论
McGregor麦克雷戈–Theory X (employee lack ambition) and Theory Y (org structure are responsible for motivation) X理论（员工缺乏雄心）Y理论（组织可以以赖于来源于员工的自信的动力）
Tannenabaum-Schmidt model– Continuum of leadership styles between the autocratic and participative styles是独裁领导风格和参与性风格的统一体
Blake and Mouton –ref to managerial grid (Concern for People Vs Concern for Production), whereas 1,1 is laissez faire mgmnt, 1,9 is Country Club mgmnt, 9,1 is Task oriented mgmnt, 5,5 is promise mgmnt and 9,9 is team mgmnt.
Documentation文件
?Staffing Management Plan人员配备管理计划– describes when resources will be brought into and taken off the project.描述何时及如何把人力资源投入或撤出项目团队
?Employee Record Update 员工记录更新– as part of closure, the pr oject manager should update employee’s record with the new skills acquired.作为收尾的一部分，项目团队需要更新员工对新的技能掌握程度的纪录
?Resource calendar 资源日历–identifies period when work is allowed.确定资源可用时间段
Project munications Management项目沟通管理 - process required to ensure proper collection and dissemination of project information.保证正确收集或发布项目信息的过程
Team Meetings团队例会– periodic team meetings is the most effective way to accelerate the project integration process.定期的团队会议是加速项目综合进程的最有效的方法
Performance Reviews绩效审查– meetings held to assess status and/or progress.评估项目状态和进度的会议
…the fact that two team members are working “directly” together does not reduce the number of munication channels.事实就是即便两个团队成员直接地工作也不能减少沟通渠道的数目
Tight Matrix紧密矩阵 - all team members allocated in a single office space所有团队成员集中在一个办公区域
A variance is considered to be significant if it jeopardizes project objectives.一个分歧如果可能危及到项目目标就应该得到重视
The purpose of project plan development is to create a document to guide project execution and control.项目计划编制的目的是制定一个指导项目执行和控制的文件
The output of project plan execution consists of work results and change requests.项目计划执行的输出由工作结果和变更请求组成
沟通障碍或错误信息导致冲突升级
Project Time Management项目时间管理 - processes required to ensure timely pletion of the project确保项目按时完成
Activity Definition活动定义– defines activities that must take place to produce project deliverables定义完成项目可交付产品必须进行的具体活动Activity活动– consumes time (eg testing)消耗时间（如：进行测试）
Events事件– specified acplishment / does not consume time (eg tested)指定要完成的任务/不消耗时间（如：测试工作）
PERT计划评审技术 Weighted Average = (O + 4M + P)/6 standard deviation = (P - O)/6 variance = standard deviation2 (To add standard deviations: convert to variance then add; take the square root of the sum). Best method when you have no historical data for a similar task. Results is the 50% point (mean). 均值= (O + 4M + P)/6 ，标准差= (P - O)/6，方差=标准差2（累加标准差：转换成活动方差再累加；取和的平方根）类似任务中没有原始数据时的最好估算方法。结果是中值（平均数）
Monte Carlo Analysis蒙特卡洛分析 - puter simulation of project outes using PERT estimates; result represented in S curve. Provides the ability to pute the probability of pleting a project on a specific day. Can also be used to assess feasibility of schedule under adverse conditions (eg when a schedule constraint is identified)使用PERT估算的计算机模拟项目输出方式；结果描述成S曲线。提供在某一天项目能够完成的概率。同样可以被用于估计相反概率的可能性（当时间进度一定时）
Heuristics启发式 - rules of thumb拇指原则
Critical Path关键路径– longest path (almost always have no float)最长路经（通常没有时差时间）
Variance偏差 - Plan minus Actual计划与实际的差距
Float / Slack时差/松弛时间– Time an activity may be delayed from its early start without delaying the project finish date. Difference between the required end date and the expected project pletion date. A negative slack on the critical path means that the project is behind schedule.在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的时间量。项目要求结束时间和项目预期结束时间之间有差别。在关键路径上存在一个负时差说明项目落后于进度计划。
Free Float自由浮动时间– Amount of time a task can be delayed without delaying the early start of its successor自由浮动时间是在不延误任何紧后活动的最早开始时间的情况下，活动可以推迟的时间量。
Total Float 总时差– amount of time that an activity may be delayed from early start without delaying the project finish date在不延误项目完成日期的情况下，活动自其最早开始的日期起可以推迟的总时间量
Lag滞后– waiting time between two tasks (negative lead)两个任务之间的等待时间（负超前）
Schedule Baseline进度基线- the original, approved project schedule; should never be changed without proper review and approval. Any approved change should be documented in writing. Should be created at the beginning of the project and used during the project to gauge (measure) overall project performance, not just schedule. The project Performance Measurement Baseline should generally change only in response to a scope or deliverable change.原始的，被核准的项目进程；未经恰当的评估和正式批准永远不能改变。被核准的变化必须以文档纪录。在项目启动时制定，贯穿于整个项目进程以评估项目执行，而不仅仅是在计划阶段完成。项目绩效测量基线仅在X围变更时候或可交付成果发生变化时变更。
Corrective action纠正措施 - in project time management primarily concerns expediting to ensure that activities remain on schedule. Is anything done to bring expected future schedule performance in line with the project plan.项目时间管理主要关注确保进度表中的活动按时完成。使预期的未来项目绩效与计划保持一致所做的任何事情。
Revisions修订 are changes to the scheduled start and finish dates in the approved project schedule; generally revised only in response to scope changes. Rebaselining may be needed to provide realistic data to measure performance.对已批准的项目进度计划的开始和结束时间的修改；只反映相应的项目X围变化时才进行修订。重新确定基准计划能提供测量进度绩效的真实数据。
Scheduling and allocating resources to multiple projects may affect schedule slippage and in-process inventory.多项目管理的进度计划和资源分配可能会影响进度滑动和存货清单。
The most important element necessary for project control is clear requirements.项目控制中最重要的因素就是清晰的需求。
Duration pression Methods 历时压缩方法– occurs after activity duration estimating and before finalizing the schedule. Include crashing, fast track, 在活动历时评估之后，进度最终敲定之前发生。包括赶工和快速跟进。
Crashing赶工–when you are worried about time, not so much about costs.通过加大成本缩短历时。
Fast Track 快速跟进– resources in parallel, involve increase rework. Fast track tasks should on the critical path (float = 0) in order to save time.串行改并行，会带来返工。快速跟进一般在关键路径上进行以节省时间。
Resource Leveling 资源平衡– often results in a project duration that is longer than the preliminary schedule. Resource reallocation from non-critical to critical path activities is a mon way to bring the schedule back, or as close as possible, to the originally intended overall duration.经常导致活动历时超过最初的进度计划。资源分配从非关键路径到关键路径的活动是导致进度滞后于最初拟定的完成时间的一般原因或最接近的原因，
Finish to Finish结束结束关系 - activities must finish on a specific sequence 活动必须按照一定的次序结束
“Start no earlier than” & “Finish no later than” 不早于和不晚于– Respectively #1 and #2 most popular date constraint in project management software.在项目管理软件中排名第一和第二的常见日期约束。
Root Cause Analysis 根源分析– used to identify the cause of the variation用于定义偏差的产生原因
Variance analysis偏差分析– key element to time control. Float variance is an essential planning ponent for evaluating project time performance. 时间控制的关键部分。时差偏差是评估项目绩效的核心计划编制成分。
Revision修订–category of schedule update that result in change to the project’s scheduled start or finish dates. New target schedule shoul d be the usual mode of schedule revision.导致项目拟定的开始或结束时间的变化的项目进度表更新。新的目标进度计划应该是项目进度修改的标准模式。Schedule Management Plan 进度管理计划– defines how schedule changes will be managed; may be formal or informal.定义进度变更如何管理，可能是正式的或非正式的
Schedule Change Control System 进度变化控制系统– defines procedures for changing the project schedule and includes the documentation, tracking systems, and approval levels required for authorizing schedule changes.定义项目进度的变更程序包括文档工作，跟踪系统和对变更的审批批准层次
Documentation
?Cost Management Plan– (from Cost Estimating) The action taken by the project manager for all variances are described in the Cost Management Plan.成本管理计划-（来自成本估算）在成本管理计划中描述了所有项目经理为偏差所采取的行动。
Project Risk Management项目风险管理– processes concerned with identifying, analyzing, and responding to uncertainty. The most likely cause of